Vital Signs Report A Scorecard of Metro’s Key Performance Indicators (KPI) rd 2011 3 Quarter Results Chief Performance Officer Published: November 2011 Page Left Intentionally Blank Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 2 Introduction to this report As a regional transportation system, Metro’s system-wide performance is captured in the Vital Signs Report. The Vital Signs Report provides analysis of a small number of key performance indicators (KPI’s) that monitor long term progress in the strategic areas of safety, security, service reliability and customer satisfaction. The report is not designed to measure the experience of individual customers using Metro’s services. Instead, the Vital Signs Report communicates if the Metro system’s performance is improving, worsening or remaining steady. Detailed performance analysis is presented in the Vital Signs Report through answers to two prime questions: Why did performance change? What actions are being taken to improve performance? Metro is focused on these two questions to continually drive improvement. The Vital Signs Report demonstrates Metro’s commitment to be transparent and accountable to our Board of Directors, jurisdictional stakeholders and the public. This report documents performance results and strives to hold WMATA’s management accountable for what is working, what is not working, and why. Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 3 Page Left Intentionally Blank Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 4 Table of Contents Introduction to this report ............................................................................ 3 Strategic Framework .................................................................................... 6 KPI’s that Score How Metro is Performing ...................................................... 7 Bus On-Time Performance (July - September) ........................................ 7 Bus Fleet Reliability (July - September)................................................... 8 Rail On-Time Performance (July - September) ........................................ 9 Rail Fleet Reliability (July - September)................................................. 10 MetroAccess On-Time Performance (July - September) ......................... 11 Escalator System Availability (July - September) ................................... 12 Elevator System Availability (July - September) ..................................... 13 Customer Injury Rate (June - August) .................................................. 14 Employee Injury Rate (June - August) .................................................. 15 Crime Rate (June - August) ................................................................. 16 Customer Comment Rate (July - September) ........................................ 17 Definitions ................................................................................................. 18 Performance Data ...................................................................................... 20 Metro Facts at a Glance .............................................................................. 25 Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 5 Strategic Framework Overview There are five strategic goals that provide a framework to quantify and measure how well Metro is performing. Each of the goals has underlying objectives intended to guide all employees in the execution of their duties. Although Metro is working on all goals and objectives only a select number of performance measures are presented in the Vital Signs Report to provide a high-level view of agency progress. Goals 1. Create a Safer Organization 2. Deliver Quality Service 5 Goals 3. Use Every Resource Wisely 4. Retain, Attract and Reward the Best and Brightest 5. Maintain and Enhance Metro’s Image Goal Objective 1.1 Improve customer and employee safety and security (“prevention”)* 1 1.2 Strengthen Metro’s safety and security response (“reaction”) 2.1 Improve service reliability 2.2 Increase service and capacity to relieve overcrowding and meet future demand 2 2.3 Maximize rider satisfaction through convenient, comfortable services and facilities that are in good condition and easy to navigate 12 2.4 Enhance mobility by improving access to and linkages between transportation options Objectives 3.1 Manage resources efficiently 3 3.2 Target investments that reduce cost or increase revenue 4.1 Support diverse workforce development through management, 4 training and provision of state of the art facilities, vehicles, systems and equipment 5.1 Enhance communication with customers, employees, Union leadership, Board, media and other stakeholders 5 5.2 Promote the region’s economy and livable communities 5.3 Use natural resources efficiently and reduce environmental impacts *WMATA Board of Directors System Safety Policy states: 1. To avoid loss of life, injury of persons and damage or loss of property; 2. To instill a commitment to safety in all WMATA employees and contractor personnel; and 3. To provide for the identification and control of safety hazards, the study of safety requirements, the design, installation and fabrication of safe equipment, facilities, systems, and vehicles, and a systematic approach to the analysis and surveillance of operational safety for facilities, systems, vehicles and equipment. Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 6 KPI’s that Score How Metro is Performing Bus On-Time Performance (July - KPI: Objective 2.1 Improve Service Reliability September) Reason to Track: This indicator illustrates how closely Metrobus adheres to published route schedules on a system-wide basis. Factors which affect on-time performance are traffic congestion, inclement weather, scheduling, vehicle reliability, and operational behavior. Bus on-time performance is essential to delivering quality service to the customer. For this measure higher is better. Why Did Performance Change? • The third quarter average (74.7%) for Bus on-time performance barely changed from the second quarter results of (74.9%). However, for the year in total, calendar year 2011 continued to outperform the prior calendar year. • In July, on-time performance at Landover and Southern Avenue bus garages led the way with Landover running 85% and Southern at 78% for the month. Although routes out of these divisions may not face the inner city on-time performance challenges found in the core downtown, their best practices can be observed and shared. • Despite Hurricane Irene which occurred in August and resulted in numerous road closures and a 5.8% magnitude earthquake that disrupted all normal traffic patterns, August on-time performance improved by 1% when compared to the prior month of July. The month of August tends to be less congested with traffic, allowing a better flow of traffic as many commuters have left for summer vacation. • September’s decline is nearly the same pattern as September of the last year indicating routine seasonality. Traffic becomes more congested as summer vacations end and school begins, causing on-time performance to decline. • Superintendents and Service Operations Managers are moving away from a one size fits all approach to tackling on-time performance issues and applying strategies that fit each unique challenge. Bus On-Time Performance 85% 80% 75% 70% 65% Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec CY 2010 CY 2011 Target Actions to Improve Performance • Metro will continue to take the necessary steps to prevent service disruptions during severe weather such as ensuring optimal detours, adjusting routes to address flooded roads and ensuring that staff is available to assist customers. • Upon Board approval, Metrobus will implement a series of budget neutral actions to improve service and customer satisfaction by realigning service to add trips on crowded routes, add run time to routes that are consistently late, add trips to current routes to extend service later in the evening, and eliminate duplicate service. • Service Operation Managers are being encouraged to utilize real-time technologies such as Nextbus to better manage schedules proactively. Prior to these technologies managers had to wait an entire week to see performance reports. These new technologies allow them to address real time performance by assessing whether a bus is running early or late, making contact with the Bus Operator, and addressing the circumstance when possible. Conclusion: Metrobus on-time performance continued to outperform last year’s trends by providing stable service over the past six months despite Hurricane Irene and a 5.8% magnitude earthquake. Washington Metropolitan Area Transit Authority 2011 3rd Quarter Results 7 Bus Fleet Reliability (July - September) KPI: Objective 2.1 Improve Service Reliability (Mean Distance Between Failures) Reason to Track: This key performance indicator communicates service reliability and is used to monitor trends in vehicle breakdowns that cause buses to go out of service and to plan corrective actions. Factors that influence bus fleet reliability are the vehicle age, quality of a maintenance program, original vehicle quality, and road conditions affected by inclement weather and road construction. For this measure higher is better. Why Did Performance Change? • Bus Fleet Reliability continued to deteriorate this quarter and declined by 10% when compared to the second quarter; however, CY 2011 bus fleet reliability